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PROJECT REPORT

ON
TRAINING AND DEVELOPMENT IN
HOSPITALITY
INDUSTRY
SUBMITTED BY:KSHITIZ RANCHEN
MAHARAJA AGRASEN INSTITUTE OF
MANAGEMENT STUDIES
UNDER THE SUPERVISION OF
Ms Preeti Bansal
In partial fulfillment of the requirement for Degree in
Bachelors in Business Administration
Of
GGSIPU
(2011-2014)
1

ACKNOWLEDGEMENT
It gives us great pleasure in acknowledging the
invaluable assistance expended to me by various
personalities in the successful completion of this
report. Our debts are due to many individuals who
provided us guidance, advice and useful comments
that helped us in the successful completion of this
report. As usual the debts can be only warmly
acknowledged but never fully recompensed.
I thank to Ms Preeti Bansan, Assistant Professor
MAIMS, who provided us the knowledge about the
field and the timely guidance which helped us a lot
on the way for the completion of this project.

Kshitiz Ranchen

CERTIFICATE

This is to certify that the Management thesis I titled


A study on Training and Development in MIRAH
Hospitality Industry submitted by Kshitiz Ranchen,
Roll No:- 04261101711 during 5th semester of the
BBA(general) Program embodies original work done
by him.

Ms Preeti Bansal
Assistant Professor

DECLARATION

I Kshitiz Ranchen, the student of MAIMS (2011-14)


batch declare that the information so contained in our
project report is original. It has not been copied and
has not been published. The research work has
purely been conducted for the partial fulfillment of
our Management course conducted by IP University.

Sign of student
(Kshitiz Ranchen)

PREFACE
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The global economy of the day has endangered the


survival of every organization and in particular those
who want to have a competitive edge over the others.
The competitive edge may be a distant dream in the
absence of Superior Quality Products which
otherwise is the function of well-trained employees.
Today resources are scarce and have to be used
carefully and trainers of all kinds are required to
justify their position and account for their activities.
Training activities, which are ill directed and
inadequately focused, do not serve the purpose of the
trainers. The trainees or the organization hence
identification of training needs becomes the top
priority of every progressive organization.
Identification of training needs, if done properly,
provides the basis on which all other training
activities can be considered and will lead to multi
skilling, fitting people to take extra responsibilities
increasing all round competence and preparing
people to take on higher level responsibility in
future.

CONTENTS
TOPIC
CHAPTER 1:
(i)Introduction
(ii)Scope and Objectives
(iii)Executive Summary
(iv)Company Profile
CHAPTER 2:
(i)Introduction to Hospitality Industry
(ii) Importance of Training
(iii) Objectives of Training

Page
No.
8
9
10
12
14
16
17
21
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CHAPTER 3:
(i) Benefits of training
(ii)Evaluation of training
(iii) Methods of training
(iv) Training in global world
(v) Importance of training

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32
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35
45
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CHAPTER 4:
(i)Methodology of the project
(ii)Data interpretation and analysis

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58
60

CHAPTER 5:
(i) Findings

73
74
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(ii) Limitations
(iii) Conclusion

75
76

CHAPTER 6:
(i)Questionnaire
(ii)Bibliography

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79
85

CHAPTER 1
INTRODUCTION

Employee training tries to improve skills, or add to


the existing level of knowledge so that employee is
better equipped to do his present job, or to prepare
him for a higher position with increased
responsibilities. However individual growth is not
and ends in itself. Organizational growth need to be
measured along with individual growth.
Training refers to the teaching /learning activities
done for the primary purpose of helping members of
an organization to acquire and apply the knowledge
skills, abilities, and attitude needed by that
organization to acquire and apply the same. Broadly
speaking training is the act of increasing the
knowledge and skill of an employee for doing a
particular job.
In todays scenario change is the order of the day and
the only way to deal with it is to learn and grow.
Employees have become central to success or failure
of an organization they are the cornucopia of ideas.
So it high time the organization realize that train
and retain is the mantra of new millennium.

SCOPE OF THE STUDY


The scope of the study covers in depth, the various
training practices, modules, formats being followed
and is limited to the Hospitality Industry and its
employees. The different training program
incorporated/facilitated in Hospitality Industry
through its faculties, outside agencies or professional
groups. It also judges the enhancement of the
knowledge & skills of employees and feedback on its
effectiveness.

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OBJECTIVE OF THE STUDY


The broad objective of the study of training policies
in Hospitality Industry is to study the impact of
training on the overall skill development of workers.
The specific objectives of the study are:
To examine the effectiveness of training in
overall development of skills of workforce.
To examine the impact of training on the
workers.
To study the changes in behavioral pattern due
to training.
To measure the differential change in output due
to training
To compare the cost effectiveness in implanting
training programmes.

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EXECUTIVE SUMMARY
Every organization needs to have well trained and
experienced people to perform the activities that
have to be done. If current or potential job occupants
can meet this requirement, training is not important.
When this not the case, it is necessary to raise the
skill levels and increase the versatility and
adaptability of employees.
It is being increasing common for individual to
change careers several times during their working
lives. The probability of any young person learning
a job today and having those skills go basically
unchanged during the forty or so years if his career is
extremely unlikely, may be even impossible. In a
rapid changing society employee training is not only
an activity that is desirable but also an activity that
an organization must commit resources to if it is to
maintain a viable and knowledgeable work force.
The entire project talks about the training and
development in theoretical as well as new concepts,
which are in trend now.
Here we have discussed what would be the input of
training if we ever go for and how can it be good to
any organization in reaping the benefits from the
money invested in terms like (ROI) i.e. return on
investment. What are the ways we can identify the
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training need of any employee and how to know


what kind of training he can go for? Training being
covered in different aspect likes integrating it with
organizational culture. The best and latest
Available trends in training method, the benefits
which we can derive out of it. How the evaluation
should be done and how effective is the training all
together. Some of the companies practicing training
in unique manner a lesson for other to follow as to
how to train and retain the best resource in the world
to reap the best out of it.
Development is integral part of training if somebody
is trained properly and efficiently the developments
of that individual and the company for whom he is
working. Here we discussed about development of
employee, how to identify the needs, and after
developing how to develop executive skill to sharpen
their knowledge. Learning should be the continuous
process and one should not hesitate to learn any
stage. Learning and developing is fast and easy at
Hospitality Industry.

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COMPANY PROFILE

irah Alfassa, a French lady visited Pondicherry


in 1914 to meet the greatest seer born on Indian soil
"Sri Aurobindo". She identified him as her spiritual
guru and became his spiritual collaborator. She is
fondly known as The Mother and was the found of
Shri Aurobindo Ashram, Pondicherry. Her doctrines,
beliefs, values and maxims are the source of our
inspiration that guides us to serve our customers with
dedication, sincerity and focus. Hence the name
"Mirah".
Our brands have the freedom to innovate in an
environment that promotes the spirit of excellence.
Over the years we have adapted multiple ideologies
and are ever-evolving with the changes in market
trends and customers aspirations.
In a span of 7 years the company has expanded
rapidly and has made a name for itself as one of the
most trusted player in the food industry. This is
further emphasized by the awards which Mirah and
the individual brands have won PAN India. At Mirah
Hospitality, the aim is to build and provide a vibrant
food and nightlife culture, which percolates both
internally within the organization and externally to
all stakeholders.
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Mirah Group is a well diversified group engaged in


Real Estate development, Hospitality, Travels, Wind
Energy Generation, Computer Education, Textiles,
Corporate Gifts and International Trading.
Having a group turnover of over INR 8000 million,
the group is poised to tread new horizons year after
year. Managed by a team of professional heads, we
have carved out a niche for ourself in the area of
operations and have left our indelible footprints as a
dependable sourcing hub for a host of products, both
domestically as well as internationally.
Values are intrinsic to our lives. They add to the
strength of our character and the righteousness of our
beliefs. All of us are entrusted with the duty of being
promoters and protectors of values.
- Mr. Om Prakash Goenka, Chairman
Mirah Hospitality, the leading F & B player in the
organised sector has various brands under its wing. It
is a perfect solution which caters to needs from
Vegetarian Thali to Sports Bar to Resorts to Food
Courts to Cafs. Every brand that Mirah Hospitality
owns or invests in is a leader in its segment. Mirah
believes in building brands having people's affection
and affinity. Mirah has built a strong network of
brands with presence in over 20 cities across India,
which is easily scalable and can be expanded rapidly.
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CHAPTER 2
INTRODUCTION TO
HOSPITALITY INDUSTRY

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INTRODUCTION TO HOSPITALITY
INDUSTRY
Hospitality sector is growing at a very fast rate in
India. The sector is growing at a rate of
approximately 8%. This sector can be classified into
hotel industry, travel and tourism, restaurants, pubs,
clubs and bars, contract catering, and aviation. Other
than that, opportunities also exist in universities,
sporting venues, exhibition centers and smaller
events management companies.
The major challenge of this sector is shortage of
skilled employees along with the challenge of
attrition rate. Skilled chefs and managers are in great
demand. Managers require huge range of
competencies such as, people management, viable
skills, business insights, analytic skills, succession
planning, and resource development in order to get
success in this sector. In addition to that, employees
are not enough trained on Business Etiquettes,
Courtesy, and Business Communication. Hospitality
is all about handling people. So an employee must
have right attitude, tolerance, and listening skills in
order to move up the hierarchy. There is still a long
way to go to inculcate good public relation,
interpersonal skills.

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With the increase in competition due to the coming


up of major players like Four Seasons, Shangri-La,
Aman Resorts, etc the need to train employees has
increased more than ever before. The major players
are now strategizing to increase the turnover of the
customers by training their employees on
Communication, Dining and Business etiquettes, etc.
Some of the essentials required by this sector are:

Good infrastructure
Trained trainer
Quality of content
Certification of training course
Effective Training evaluation

Training and Development Programs are available


for the following areas:
Food Production
Food and Beverage Service
Front Office
Housekeeping

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TRADITIONAL AND MODERN APPROACH


OF TRAINING AND DEVLOPMENT
Traditional Approach Most of the organizations
before never used to believe in training. They were
holding the traditional view that managers are born
and not made. There were also some views that
training is a very costly affair and not worth.
Organizations used to believe more in executive
pinching. But now the scenario seems to be
changing.
The Modern Approach of training and development
is that Indian Organizations have realized the
importance of corporate training. Training is now
considered as more of retention tool than a cost. The
training system in Indian Industry has been changed
to create a smarter workforce and yield the best
results.

TRAINING
It is a learning process that involves the acquisition
of knowledge, sharpening of skills, Concepts, rules,
or changing of attitudes and behaviors to enhance the
performance of employees. Training is activity
leading to skilled behavior
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Its not what you want in life, but it knows how to


reach it
Its not where you want to go, but its knowing how
to get there
Its not how high you want to rise, but its knowing
how to take off
It may not be quite the outcome you were aiming
for, but it will be an outcome
Its not what you dream of doing, but its having
the knowledge to do it
It's not a set of goals, but its more like a vision
Its not the goal you set, but its what you need to
achieve it
Training is about knowing where you stand (no
matter how good or bad the current situation looks)
at present, and where you will be after some point of
time. Training is about the acquisition of knowledge,
skills, and abilities (KSA) through professional
development.

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IMPORTANCE OF TRAINING AND


DEVELOPMENT
Optimum Utilization of Human Resources
Training and Development helps in optimizing the
utilization of human resource that further helps the
employee to achieve the organizational goals as well
as their individual goals.
Development of Human Resources Training and
Development helps to provide an opportunity and
broad structure for the development of human
resources technical and behavioral skills in an
organization. It also helps the employees in attaining
personal growth.
Development of skills of employees Training and
Development helps in increasing the job knowledge
and skills of employees at each level. It helps to
expand the horizons of human intellect and an
overall personality of the employees Productivity
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Training and Development helps in increasing the


productivity of the employees that helps the
organization further to achieve its long-term goal
Team spirit Training and Development helps in
inculcating the sense of team work, team spirit, and
inter-team collaborations. It helps in inculcating the
zeal to learn within the employees
Organization Culture Training and Development
helps to develop and improve the organizational
health culture and effectiveness. It helps in creating
the learning culture within the organization.
Organization Climate Training and Development
helps building the positive perception and feeling
about the organization. The employees get these
feelings from leaders, subordinates, and peers.
Quality Training and Development helps in
improving upon the quality of work and work-life.
Healthy work-environment Training and
Development helps in creating the healthy working
environment. It helps to build good employee,
relationship so that individual goals aligns with
organizational goal.

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Health and Safety Training and Development


helps in improving the health and safety of the
organization thus preventing obsolescence.
Morale Training and Development helps in
improving the morale of the work force.
Image Training and Development helps in
creating a better corporate image.
Profitability Training and Development leads to
improved profitability and more positive attitudes
towards profit orientation.
Training and Development aids in organizational
development i.e. Organization gets more effective
decision making and problem solving. It helps in
understanding and carrying out organizational
policies.
Training and Development helps in developing
leadership skills, motivation, loyalty, better attitudes,
and other aspects that successful workers and
managers usually display.

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TRAINING AND DEVELOPMENT


OBJECTIVES
The principal objective of training and development
division is to make sure the availability of a skilled
and willing workforce to an organization. In addition
to that, there are four other objectives: Individual,
Organizational, Functional, and Societal.
Individual Objectives help employees in achieving
their personal goals, which in turn, enhances the
individual contribution to an organization.
Organizational Objectives assist the organization
with its primary objective by bringing individual
effectiveness.
Functional Objectives maintain the departments
contribution at a level suitable to the organizations
needs.
Societal Objectives ensure that an organization is
ethically and socially responsible to the needs and
challenges of the society.

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IMPORTANCE OF TRAINING OBJECTIVES


Training objective is one of the most important parts
of training program. While some people think of
training objective as a waste of valuable time. The
counterargument here is that resources are always
limited and the training objectives actually lead the
design of training. It provides the clear guidelines
and develops the training program in less time
because objectives focus specifically on needs. It
helps in adhering to a plan. Training objectives tell
the trainee that what is expected out of him at the end
of the training program. Training objectives are of
great significance from a number of stakeholder
perspectives.
1. Trainer
2. Trainee
3. Designer
4. Evaluator
Trainer The training objective is also beneficial to
trainer because it helps the trainer to measure the
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progress of trainees and make the required


adjustments. Also, trainer comes in a position to
establish a relationship between objectives and
particular segments of training.

Trainee The training objective is beneficial to the


trainee because it helps in reducing the anxiety of the
trainee up to some extent. Not knowing anything or
going to a place which is unknown creates anxiety
that can negatively affect learning. Therefore, it is
important to keep the participants aware of the
happenings, rather than keeping it surprise.
Secondly, it helps in increase in concentration, which
is the crucial factor to make the training successful.
The objectives create an image of the training
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program in trainees mind that actually helps in


gaining attention. Thirdly, if the goal is set to be
challenging and motivating, then the likelihood of
achieving those goals is much higher than the
situation in which no goal is Set. Therefore, training
objectives helps in increasing the probability that the
participants will be successful in training.
Designer The training objective is beneficial to the
training designer because if the designer is aware
what is to be achieved in the end then hell buy the
training package according to that only. The training
designer would then look for the training methods,
training equipments, and training content
accordingly to achieve those objectives.
Furthermore, planning always helps in dealing
effectively in an unexpected situation. Consider an
example; the objective of one training program is to
deal effectively with customers to increase the sales.
Since the objective is known, the designer will
design a training program that will include ways to
improve the interpersonal skills, such as verbal and
non verbal language, dealing in unexpected situation
i.e. when there is a defect in a product or when a
customer is angry. Therefore, without any guidance,
the training may not be designed appropriately.

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Evaluator It becomes easy for the training


evaluator to measure the progress of the trainees
because the objectives define the expected
performance of trainees. Training objective is an
important to tool to judge the performance of
participants.

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CHAPTER-3
LEARNING AND
TRAINING

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Irrespective of the type or method of training, a


trainer has to keep in mind some of the principles of
learning or motivation, which would enhance
internationalization of what is taught.
Motivation
A trainee needs to have a desire to learn and benefit
from the program. If the is not interested, or is demotivated, the learning outcome is going to be
insignificant and the company will have spent its
money badly. On the other hand, being too intense
about learning and outcome may result in setting
over ambitious goals for the individual.
Reinforcement
Following on the concept of motivation is that of
reinforcement. For learning to take place and be
internalized to the desired extent, a trainee is
rewarded or given some encouragement. This
reinforcement, or the acknowledgement that what
has been acquired is desirable, can be either an
extrinsic or intrinsic reward-external praise or some
tangible reward, or the individuals feeling of a sense
of progress. Current stress is on positive support and
helpful behavior, even when mistakes are made.

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Feedback
During the training process, it is useful for the
trainee to be told how he is progressing. Several
researchers have confirmed that knowledge of results
is an effective motivator. Constant and periodic
feedback has positive effects on the trainees
learning. Unless the trainee knows how close his
performance comes to the desired standard, he will
not have an opportunity to improve. Feedback
therefore provides a basis for correcting oneself.
Secondly, feedback helps to sustain the trainees
interest in the task, or in each learning that is taking
place, by bringing greater involvement with the
learning process. If feedback is to be meaningful, it
should follow a learning segment as quickly as
possible.

TRAINING INPUTS
There are three basic types of inputs:
1. Skills
2. Attitude

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3. Knowledge.
The primary purpose of training is to establishing a
sound relationship is at its best when the workers
attitude to the job is right, when the workers
knowledge of the job is adequate, and he has
developed the necessary skills.
Training activities in an industrial organization are
aimed at making desired modifications in skills,
attitudes and knowledge of employee so that they
perform their jobs most efficiently and effectively.

BENEFITS OF TRAINING
Employees and the organization need to realize the
importance of contribution and learning for mutual
growth and development. Training is the answer to
deal with stagnation stage by constantly updating it
in every field. Other benefits of training include:
Hiring appeal: companies that provide training
attract a better quality Workforce. Assessing and
addressing any performance deficiency, enhancing
workforce flexibility. Cross-cultural training is
essential for them for better adjustment in the new
environment.

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Increasing commitment: Training acts as a loyalty


booster. Employee motivation is also enhanced when
the employee knows that the organization would
provide them opportunities to increase their skills
and knowledge. It gives the organization a
competitive edge by keeping abreast of the latest
changes; it acts as a catalyst for change. Higher
customer satisfaction and lower support cost results
through improved service, increased productivity and
greater sufficiency. Training acts as benchmark for
hiring promoting and career planning. It acts act as a
retention tool by motivating employee to the vast
opportunities for growth available in an organization.
THE EVALUATION OF TRAINING
There are a number of expressions used to describe
steps taken by management and by training offices at
the conclusion of training and during the days or
weeks afterwards. These expressions include
validation, evaluation, follow-up and
implementation, as well as cost benefit, which have
appeared in more recent years. We are interested in
all of these and have already tackled one of the,
implementation, and we start by giving our
definitions in order to establish a clearer picture of
what each is, and how they relate to each other.
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Evaluation of training, or, indeed of anything,


consists simply of putting a value to it. To evaluate
training means undertaking a search for the effect
that it has had on the people and the situations,
which it influences, and then trying to measure or
estimate whether this is advantageous or
disadvantageous.
We shall see that at the level of pure training
there is an evaluation to be made, but that the
principal evaluation is at a higher level in the
chain.
First the chain of intentions is clear at the outset
The forecourt attendants were to receive training
to a defined level of competence.
They were then to apply their new capability
correctly during the service that they gave to
motorists.
The motorists would respond to this with a
reaction of pleasure and would tend to use that
particular station rather more, thus increasing
the amount of gasoline sold.
The increased sales, and negligible increased
costs, would improve the revenue and the
profits.

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METHODS OF TRAINING
There are various methods of training, which can be
divided in to cognitive and behavioral methods.
Trainers need to understand the pros and cons of
each method, also its impact on trainees keeping
their background and skills in mind before giving
training.
Cognitive methods are more of giving theoretical
training to the trainees. The various methods under
Cognitive approach provide the rules for how to do
something, written or verbal information,
demonstrate relationships among concepts, etc.
These methods are associated with changes in
knowledge and attitude by stimulating learning.
The various methods that come under Cognitive
approach are:
LECTURES
It is one of the oldest methods of training. This
method is used to create understanding of a topic or
to influence behavior, attitudes through lecture. A
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lecture can be in printed or oral form. Lecture is


telling someone about something. Lecture is given to
enhance the knowledge of listener or to give him the
theoretical aspect of a topic. Training is basically
incomplete without lecture. When the trainer begins
the training session by telling the aim, goal, agenda,
processes, or methods that will be used in training
that means the trainer is using the lecture method. It
is difficult to imagine training without lecture
format. There are some variations in Lecture method.
The variation here means that some forms of lectures
are interactive while some are not.

DEMONSTRATION TRAINING METHOD


This method is a visual display of how something
works or how to do something. As an example,
trainer shows the trainees how to perform or how to
do the tasks of the job. In order to be more effective,
demonstration method should be should be
accompanied by the discussion or lecture method. To
carry out an effective demonstration, a trainer first
prepares the lesson plan by breaking the task to be
performed into smaller modules, easily learned parts.
Then, the trainer sequentially organizes those
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modules and prepares an explanation for why that


part is required. While performing the
demonstration, trainer:
Demonstrates the task by describing how to do,
while doing
Helps the focusing their attention on critical
aspects of the task
Tells the trainees what you will be doing so they
understand what you will be showing them
Explains why it should be carried out in that way
The difference between the lecture method and
the demonstration method is the level of
involvement of the trainee. In the lecture method,
the more the trainee is involved.

The financial costs that occur in the


demonstration method are as follows:
Cost of training facility for the program
Cost of materials that facilitate training
Food, travel, lodging for the trainees and the
trainers
Compensation of time spent in training to trainers
and trainees
Cost related to creating content, material
Cost related to the organization of the training
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After completing the demonstration the trainer


provide feedback, both positive and or negative,
give the trainee the opportunity to do the task and
describe what he is doing and why.
COACHING
Coaching is one of the training methods, which is
considered as a corrective method for inadequate
performance. According to a survey conducted by
International Coach Federation (ICF), more than
4,000 companies are using coach for their
executives. These coaches are experts most of the
time outside consultants.
A coach is the best training plan for the CEOs
because
It is one-to-one interaction
It can be done at the convenience of CEO
It can be done on phone, meetings, through emails, chat
It provides an opportunity to receive feedback
from an expert.
It helps in identifying weaknesses and focus on
the area that needs improvement

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This method best suits for the people at the top


because if we see on emotional front, when a
person reaches the top, he gets lonely and it
becomes difficult to find someone to talk to.
It helps in finding out the executives specific
developmental needs. The needs can be
identified through 60 degree performance
review.
MENTORING
Mentoring is an ongoing relationship that is
developed between a senior and junior employee.
Mentoring provides guidance and clear
understanding of how the organization goes to
achieve its vision and mission to the junior
employee. The meetings are not as structured and
regular than in coaching. Executive mentoring is
generally done by someone inside the company. The
executive can learn a lot from mentoring. By dealing
with diverse mentees, the executive is given the
chance to grow professionally by developing
management skills and learning how to work with
people with diverse background, culture, and
language and personality types
Executives also have mentors. In cases where the
executive is new to the organization, a senior
executive could be assigned as a mentor to assist the
new executive settled into his role. Mentoring is one
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of the important methods for preparing them to be


future executives. This method allows the mentor to
determine what is required to improve mentees
performance. Once the mentor identifies the
problem, weakness, and the area that needs to be
worked upon, the mentor can advise relevant
training. The mentor can also provide opportunities
to work on special processes and projects that require
use of proficiency.
JOB ROTATION:
For the executive, job rotation takes on different
perspectives. The executive is usually not simply
going to another department. In some vertically
integrated organizations, for example, where the
supplier is actually part of same organization or
subsidiary, job rotation might be to the supplier to
see how the business operates from the supplier point
of view. Learning how the organization is perceived
from the outside broadens the executives outlook
on the process of the organization. Or the rotation
might be to a foreign office to provide a global
perspective.
For managers being developed for executive roles,
rotation to different functions in the company is
regular carried out.
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This approach allows the manger to operate in


diverse roles and understand the different issues that
crop up. If someone is to be a corporate leader, they
must have this type of training. A recent study
indicated that the single most
Significant factor that leads to leaders achievement
was the variety of experiences in different
departments, business units, cities, and countries.
An organized and helpful way to develop talent for
the management or executive level of the
organization is job rotation. It is the process of
preparing employees at a lower level to replace
someone at the next higher level. It is generally done
for the designations that are crucial for the effective
and efficient functioning of the organization.

TRAINING NEED ANALYSIS (TNA)


An analysis of training need is an essential
requirement to the design of effective training. The
purpose of training need analysis is to determine
whether there is a gap between what is required for
effective performance and present level of
performance.
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Why training need analysis?


Training need analysis is conducted to determine
whether resources required are available or not. It
helps to plan the budget of the company, areas where
training is required, and also highlights the occasions
where training might not be appropriate but requires
alternate action.

Corporate need and training need are interdependent


because the organization performance ultimately
depends on the performance of its individual
employee and its sub group.
Organizational Level Training need analysis at
organizational level focuses on strategic planning,
business need, and goals. It starts with the
assessment of internal environment of the
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organization such as, procedures, structures, policies,


strengths, and weaknesses and external environment
such as opportunities and threats.
After doing the SWOT analysis, weaknesses can be
dealt with the training interventions, while strengths
can further be strengthened with continued training.
Threats can be reduced by identifying the areas
where training is required. And, opportunities can be
exploited by balancing it against costs.
For this approach to be successful, the HR
department of the company requires to be involved
in strategic planning. In this planning, HR develops
strategies to be sure that the employees in the
organization have the required Knowledge, Skills,
and Attributes (KSAs) based on the future KSAs
requirements at each level.
Individual Level Training need analysis at
individual level focuses on each and every individual
in the organization. At this level, the organization
checks whether an employee is performing at desired
level or the performance is below expectation. If the
difference between the expected performance and
actual performance comes out to be positive, then
certainly there is a need of training.
However, individual competence can also be linked
to individual need. The methods that are used to
analyze the individual need are:
44

Appraisal and performance review


Peer appraisal
Competency assessments
Subordinate appraisal
Client feedback
Customer feedback
Self-assessment or self-appraisal

Operational Level Training Need analysis at


operational level focuses on the work that is being
assigned to the employees. The job analyst gathers
the information on whether the job is clearly
understood by an employee or not. He gathers this
information through technical interview, observation,
psychological test; questionnaires asking the closed
ended as well as open ended questions, etc. Today,
jobs are dynamic and keep changing over the time.
Employees need to prepare for these changes. The
job analyst also gathers information on the tasks
needs to be done plus the tasks that will be required
in the future. Based on the information collected,
training Need analysis (TNA) is done.

45

TRAINING IN GLOBAL BUSINESS WORLD


With the expansion of the organization, Human
Resource job in no longer limited to their native
country but has extended worldwide. Localization is
a key to successful expansion that helps in improving
upon workforce connections, doing the work
effectively and efficiently, and reducing global
turnover.
As the organizations are expanding globally, training
has become quite an essential ingredient to improve
performance. However, unavailability of budget
necessary to achieve goals results the training
function to be at the bottom of priority list. Besides
that, managers do not fully adapt according to the
local environment for the transfer of training. Very
often, managers use minimum of locally suitable
resources or the most critical material like employee
handbooks.
Training success in various countries requires cross
cultural literacy i.e. understanding of how cultural
differences across nations can affect the way training
is given. At the same time, different cultures may or
may not be supportive in the transfer of training, in
the sense that cultural factor may lower or raise the
cost of training.

46

Case Study:
A very brilliant marketing professional went to Arab
for the sale of his Companys soft drink. But he came
back with no results. When asked about the failure of
the mission, he answered that he prepared three
cartoons.
Cartoon-1- Displaying a man looking exhausted
and tired, is walking in desert in scorching heat.
Cartoon-2- Displaying the same man opening
bottle and drinking the soft drink.
Cartoon-3- Displaying the man feeling alive and
refresh again. Though, his strategy was good,
unfortunately fails because he was unaware that
Arab people read from right to left. Moral here
is localization is a key to success.
There are some major barriers in the transfer of
training when it comes to giving training in other
countries.
Culture
Values and Norms
Attitude
Age, Gender, and Professional Status
Language
Spoken
Unspoken
Social Structure
Individual
47

Assumptions
Group
QUESTIONNAIRE ON STUDY ON
EFFECTIVENESS OF TRAINING &
DEVELOPMENT
An organization has a very close relationship with
the trainee and the trainer because it is the first
contact for both.
The demand for the training in the organization
increases when the organization wants:
To hire new people training as a means of
training new recruits
To Expand When the company wants to increase
its headcount
To increase certain number of staff (in position) by
a certain date
To enhance the performance of employees
Organizations name to be a part of training unit.
Demand for training also increases when there is
48

change in the nature of job, change in taste of


consumer, change in methods of product
development, etc. The organization goes through
the following steps for the transfer of training to
the field.

TRAINEE ROLE OF TRAINEE IN


TRANSFER OF TRAINING
But the problem arises when the organization
outsource the training process. In this situation the
organization assumes that the trainer must be aware
of the type of training need s of the participants and
their organization and their content will meet those
needs. This leads to failure of the program, which
results in collusion. Therefore, its a foremost duty of
49

the organization to make the trainer and their


organization aware of their culture, climate,
responsibilities of organization, etc. The trainee is a
major stakeholder in a training program. The whole
training program is developed for the trainees only.
Each candidate plays an important role in the transfer
of training because one participants attitude
regarding the training influence the other participants
and also each participant can assist by advancing the
learning process to realize the training objectives.
Participants willingness to invest in the program is
directly proportional to the benefits of the learning
that the trainee could expect. Each participant forms
their own perception towards training. Some
perceptions remain the same during the program,
while some faded depending upon the assessment of
a program by the participant
Some personal factors that affect the trainees
learning are:
Family Situation
Personal Problems
Relation between the training program and
personal objective
50

Level of self esteem


Benefits expected from training
Comfort level with the trainer
Learning style of trainee
KSA of trainee
Previous training experiences
Desire for professional growth and development
Some environmental factors that affect the
trainees learning are:
Relationship with colleagues and subordinates
Training team
Trainer team
Training objective
Content of training
51

Training design i.e. methods, techniques, and


strategies
Environment in the program
Composition of training group
Infrastructure i.e. eating facilities, tea/coffee
breaks
No matter how good the training program is, in the
end it is the participant only who decides whether to
change his behavior or not. Trainees do not change
their behavior merely because someone tells them to
do. They change when they feel there is a need of it.
They do it with their own learning style. The trainer
and the organization can only try to remove the
mental blocks of the trainee, rest depends on trainee
itself.

52

IMPORTANCE OF TRAINER, ROLE OF


TRAINER
The effective transfer of training depends a lot on the
trainer because it is the trainer only who can remove
the mental block of trainee, motivate the trainee to
learn, delete the negative perception of the trainee
regarding the training. Besides all that, a lot depends
on personality of trainer also.
The major competencies that are required to be
present in a trainer are:
Presentation Skills
Business Skills i.e. budgeting, time
management, negotiation, etc.
Content Development i.e. material production,
graphics, layouts, etc
Self development i.e. interpersonal skills, good
listening skills, flexible, accepting the share of
accountability, etc

53

Trainers Skills:- The skills that need to be


present in a trainer are:
Training Design
Evaluating the training program
Training need analysis
Worksheet design
Exercises design

54

FACILITATION OF TRAINING THROUGH


ORGANISATION INTERVENTION
Failure of training is not always because of lack of
KSAs but sometimes it is because of the
organizational forces also. These forces also hold
back the transfer of training, and learning. Therefore,
it is important to keep in check those forces. For the
successful transfer of training, it is necessary to have
supervisor support, trainer support, peer support,
reward system, climate and culture.
PEERS SUPPORT Peer support can also help in
transfer of training, for example, if the trainee is the
only one who is receiving training in the department
then probably the experienced peers might put
pressure on trainee to forget the training and work.
This situation also hampers in transfer of training.
However, this situation can be avoided by involving
the entire department in training also by encouraging
the learning culture in the organization.

55

SUPERVISOR SUPPORT can affect their


employees learning in number of ways, for example,
if the trainee is motivated to learn and receives full
support from their supervisor, then this support in
turn encourages the employee to learn as much as
possible. Also, supervisor can also reduce the
negative factors of training, such as, the work that
piles up during training that makes the employee
uncomfortable and employees negative perception
about the training program.
TRAINER SUPPORT can also have a positive
impact on the transfer of training. Gone are the days,
when the trainers role used to get over once the
training program is done. Trainers role is now
56

extended to the work place also. Besides training,


trainers role is to keep a check on how trainees are
performing and help them and discuss with them if
they encounter any problem in the workplace.
CLIMATE Apart from supervisor support, peers
support, trainer support, Climate factor also
comprises of company polices, attitude of upper
management towards employee, towards training. If
these factors are positive then the climate will also
support the transfer of training. It is the organizations
foremost duty to make the employees realize through
these factors that adequate amount of time and
resources are spent on them for their professional
and personal development.
CULTURE also have the impact over the transfer
of training. If the culture of the organization provides
enough opportunities to its employees to implement
what they have learnt in the workplace and provide
them variety of others factors such as, social support,
challenging jobs, etc then the likelihood of the
transfer of training increases.
REWARD SYSTEMS If the learning outcome that
helps in achieving the objectives is linked to reward
system then the probability of the success of training
would increase
57

CHAPTER 4
RESEARCH
METHODOLOGY

58

METHODOLOGY OF THE PROJECT

Interview
Preparation of the summary expressed
Recommendation of fall back site
Questionnaire design

RESEARCH DESIGN
Descriptive Design
Sample Size:
To understand the training and development scenario
in Hospitality industry and what the trainee really
feels about the training they have undergone and
further what kind of training they look for. Do they
really look for any kind of training or not? To study
the above aspect I covered almost about 40 people
from almost all the departments of all the Hotels.

59

TOOLS USED FOR DATA COLLECTION


Primary data collected through questionnaires and
informal interviews.
Secondary data collected through magazines,
journals, websites, and other corporate publications.
PROCEDURE FOR DATA COLLECTION
Communication, asking questions and receiving a
response in person.
Visiting the various organizations, libraries, internet
and also preparation of the questionnaire with the
help of the project guide.

60

DATA ANALYSIS AND INTERPRETATIONS


Q1.Your Organization considers training as a part of
organizational strategy. Do you agree with this
statement?
Response
Agree
Disagree
Partly Agree
Cant Say
Total

No. Of
Respondents
13
1
4
7
25

61

Percentage
52
4
16
28
100

Interpretation:The above graph indicates that Organization


considers training as a part of organizational
strategy.

Q 2.How many training program will you attend in a


year?
Response
Less than 10
10 - 20
20 40
More than 40
Total

No. of
respondents
14
2
6
3
25

62

Percentage
56
8
24
12
100

Interpretation:The above chart indicates that less training program


are held in the organization.

Q 3.To whom the training is given more in your


organization?
Response
Senior staff

No. of
respondents
3
63

Percentage
12

Junior staff
New staff
Based on
requirement
Total

5
6
13

20
24
52

25

100

INTERPRETATION:Training is provided on the basis of requirement.

64

Q 4.What is all the important barriers to Training and


Development in your organization?
Response
Time
Money
Lack of interest by
staff
Non-availability of
skilled trainer
Total

No. of respondents
5
4
6

Percentage
20
16
24

10

40

25

100

INTERPRETATION:The above graph indicates that the important barriers


to Training and Development in the organization are
Non-availability of skilled trainers.
65

Q 5.Enough practice is given for us during training


session? Do you agree with this statement?
Respondents
Strongly Agree
Agree
Somewhat agree
Disagree
Total

No. of respondents
14
2
6
3
25

66

Percentage
56
8
24
12
100

INTERPRETATION:This graph indicates that enough practice is given for


employees during training sessions.
Q6. The training sessions conducted in your
organization is useful. Do you agree with this
statement?
Respondents
Strongly agree
Agree
Somewhat
Disagree
Total

No. of respondents
15
5
5
0
25

67

Percentage
60
20
20
0
100

INTERPRETATION:The above graph indicates that the training sessions


conducted in the organization is useful.
Q7. Employees are given appraisal in order to
motivate them to attend the training. Do you agree
with this statement?
Respondents
Strongly Agree
Agree
Somewhat
Disagree

No. of respondents
14
6
3
2
68

Percentage
56
24
12
8

Total

25

100

INTERPRETATION:The above graph shows that Employees are given


appraisal in order to motivate them to attend the
training.
Q8. What are the skills that the trainer should
possess to make the training effective?
Respondents

No. of respondents Percentage


69

Technical skills
People skills or
Soft skills
Generalist makes
better Personnel
managers than
Specialist
Fond of talking to
people
Total

8
6

32
24

24

20

25

100

INTERPRETATION:The above graph indicates that the trainer should


possess technical skills to make the training effective
70

Q9. What are the general complaints about the


training session?
Respondents
Take away
precious time of
employees
Too many gaps
between the
sessions
Training sessions
are unplanned
Boring and not
useful
Total

No. of respondents Percentage


4
25
10

40

15

20

25

100

71

INTERPRETATION:The above graph indicates that there are too many


gaps between the training sessions.
Q10. Reasons for shortage of skilled man power at
workplace are:
Respondents
Lack of planning
Lack of support
from senior staff
Lack of proper
guidance and
training at
workplace
Lack of quality
education at
primary and
secondary level
Total

No. of respondents Percentage


5
20
10
40
8

32

25

100

72

INTERPRETATION:The above graph indicates that reason for shortage of


skilled man power at workplace is lack of support
from senior staff.

73

CHAPTER 5
FINDINGS, LIMITATIONS
AND CONCLUSIONS

74

FINDINGS

1. The firms follow an effective training process.

2. The training is given to those employees who need it.

3. But the barrier for the training process in the organization is the
non-availability of skilled trainers.

4. There are gaps between the training sessions organized by the


company thats why trainees lost touch with that.

5. As the work load is much on employees therefore less attention is


given to training sessions by the employees.

6. The Organization also appoints trainers from outside or from


different firms to ensure better training to its employees.

LIMITATIONS
75

Every scientific study has certain limitations and the


present study is no more exception. These are:
The terminology used in the subject is highly
technical in nature and creates a lot of
ambiguity.
All the secondary data are required were not
available.
Respondents were found hesitant in revealing
opinion about supervisors and management.

76

CONCLUSIONS/ SUGGESTIONS
Under noted few suggestions cum conclusion can be
taken as for implementation to reap furthers benefits:
Making training and development process and
entirely in house activity to reduce cost.
It is found that the average age group of trainees
are in their twenties or early thirties which
signifies that the consumer durable industry
need more of young blood as enthusiasm is an
integral part of the industry.
The maximum emphasis is given to job
instruction methods where the trainee are made
to understand their job thoroughly and the role
they are going to play in performing their job.
Lecture as well as the presentation is the major
part of imparting the education and training
them.
The training objective is in keeping with needs
and abilities of the trainee and it is this that
proves to be the major reason for success of the
training as whole...
77

The trainee fill the feedback form and from time


to time test are conducted to know the gauge the
effectiveness of training to employee to check
their memory if they retain anything or not.
We think that time management is one of the
thing on which team Must emphasis so that there
employee can be more productive as it was
found during the visit to the corporate office
people they lack in managing themselves.
Stress management training is more important
for employee as it was observed that people are
all the time in tension like situation as to how to
do what to do when to do, no time and things
like that which kept them tensed all time.
Last but not least behavioral training is more
important as while doing the study it was found that
people are less cooperative and outgoing to help out.

78

CHAPTER 6
QUESTIONNAIRE AND
BIBLOGRAPHY

79

QUESTIONNAIRE
1)Your Organization considers training as a part of
organizational strategy. Do you agree with this
statement?

Strongly agree
Agree
Somewhat agree
Disagree

2)How many training program will you attend in a


year?

Less than 10
10-20
20-40
More than 40

3)To whom the training is given more in your


organization?
Senior staff
Junior staff
New staff
80

Based on requirement
4)What are all the important barriers to Training
and Development in your organization?

Time
Money
Lack of interest by the staff
Non-availability of skilled trainer

5)What mode of training method is normally used


in your organization?

Job rotation
External training
Conference/discussion
Programmed instruction

6)Enough practice is given for us during training


session? Do you agree with this statement?

Strongly agree
Agree
Somewhat agree
Disagree

81

7)The training sessions conducted in your


organization is useful. Do you agree with this
statement?

Strongly agree
Agree
Somewhat agree
Disagree

8)Employees are given appraisal in order to motivate


them to attend the training. Do you agree with this
statement?

Strongly agree
Agree
Somewhat agree
Disagree

9)How long will it take to implement the trained


process?

Less than 1 month


1-2 months
2-4 months
More than 4 months

82

10) What type of training is being imparted for new


recruitments in your organization?
Technical training
Management training
Presentation skill
11) How well the workplace of the training is
physically organized?

Excellent
Good
Average
Bad

12) What Training and Development do you need to


make your career aspirations to come true?

Leadership training
External Degree Study
Formal meeting procedures
Other (Please Specify)

13) What are the conditions that have to be


improved during the training sessions?
83

Re-design the job


Remove interference
Re-organize the work place
Upgrade the information of the material given
during training

14) What are the skills that the trainer should


possess to make the training effective?
Should possess only Technical skills
People skills or Soft skills are more important
than Technical skills
Generalist makes better Personnel managers that
Specialist
Fond of talking to people
15) Reason for shortage of skilled man power at
workplace?
Lack of planning
Lack of support from senior staff
Lack of proper guidance and training at
workplace
Lack of quality education at primary and
secondary level

84

16) To perform other jobs in your organization, what


training or experience would you required?

Safety awareness
Negotiation skills
Machine operations
Occupational health

17) What are the general complaints about the


training session?

Take away precious time of employees


Too many gaps between the sessions
Training sessions are unplanned
Boring and not useful

18) The time duration given for the training period


is?

Sufficient
To be extended
To be shortened
Manageable

19) Comment on the degree to which the training


objective are met during the training sessions:
85

All the objectives are met


Some objectives are met
Met according to the need
None of the objectives are met

BIBLIOGRAPHY
BOOKS:
K. Ashwathappa, Human Resource & Personnel
Management (T&C), Publisher- THM
L.M Prasad, Principles & Practices of Management,
Publisher- Sultan
Kotler, P. (1998), Marketing Management: Analysis,
Planning, Implementation and Control, 6th edition,
Prentice-Hall, Englewood Cliffs, NJ.

WEBSITES:
www.Scribd.com
www.wikipedia.org
www.economywatch.com
86

www.indiamart.com

87

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